Why do engineering organizations often struggle as they scale from 10 to 100 engineers? This topic identifies three predictable inflection points: around 15 engineers, where informal coordination breaks; around 35, where culture and engineering practices must become explicit; and around 70, where bureaucracy can slow execution. The episode argues that scaling problems are structural, not personal leadership failures. It recommends architecture decision records, stronger onboarding, management development, decision-rights frameworks, explicit ownership, senior engineering density, and deliberate feedback loops to preserve speed, judgment, culture, and purpose as organizations grow